Place where you would love to work!

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Browne & Mohan consultants conducted a survey on what factors constitutes the best workplace or a place where employees would love to work. Findings show three aspects which influence an organisation to move towards being a 'lovable workplace'.

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Place where you would love to work!

  1. 1. Browne & Mohan Board & CEO Advisors, Management consultants Lovable workplace: key insights Amrita Rao, Human Resource Group** all pictures shown above are proprietary of brand owners.
  2. 2. IntroductionWhat does it take for employees to come back to work Open door policies are much appreciated by thehappily on a Monday morning? What elements of a employees and they appreciate receiving equal andworkplace make an employee to willingly contribute more open information. In an organisational setup,to her job? These are questions that have always intrigued employees prefer comprehendible communicationorganisation theorists and management scholars for years. where they also can give out suggestions and opinions.The recipe is something that all CEOs and entrepreneursdream of getting their hands on. Despite several years of Process refers to the general practices carried out inresearch (both autobiographical and multi-organisational the organisations. Such practices make a lot ofsurveys), the angelic proportions is a druid game; especially difference in the impression which the employees asfor the small and medium enterprises which face the well as the society have on the organisation. Timelychallenge of attracting brighter resources, higher attrition appraisals and an environment which supportsand engaging the employees in meaningful work. professional growth of the employees tops the list in the survey which closely is followed by factors like challenging work content, clear objectives, assigningTowards filling this gap, Browne & Mohan consultants uniform work load, training sessions, awards given to.undertook a study of organisations that we termed as the employees, performance driven organisation and a“Lovable places to work”. So what constitutes a loveable self-organisation which encourages the employees inplace? Any workplace that characterizes satisfied employees, taking initiatives. One of the lovable employerswherein employees look beyond the clocks to embellish their commented- ‘Many employee friendly practices atjob content and experience, wherein employees look forward workplace help them maintain a work-life balance.to improving and innovating their work and organisationalprocess and finally organisations that have been growing First and foremost factor is ideal team size to ensurefinancially stronger and gaining market share is a lovable uniform work load. Other important factors like well-workplace. defined processes and updated tools to reduce duplication of efforts, excellent facility andTo manage the human resource in an organisation, it management to ensure employee safety etc.’becomes important to know what is it that keeps them happy ‘Reviews and feedbacks on work constantly help thein the organisation, what are the aspects which they love in employee improve. Various events that are organizedtheir company and those which they don’t. by the cultural committee are run by the employees,Results hence we get to develop organizing and administrative skills. These help the employees grow on both personalThree facets emerge to define a “Loveable workplace”. Those and professional front’ was the response of anare Communication, Process, Job Design and Infrastructure. employee when asked about the various practices followed by his organisation for employee growth.Communication in organisations can be at various levels.Loveable organisations ensure their employees are constantly Continuous feedback on output delivered,updated on all the work related information. Employees seek understanding training needs and periodicgood communication rapport between peers/ performance appraisal systems are some of the ‘bestsubordinates/managers and also seek timely feedback which practices’ that have to be inculcated in organisations.helps them improve their performance.
  3. 3. Job design had a major impact on how employees perceived  News sharing sessions can be held where employeestheir organization. In better performing organizations, inform the others in the group on the latest news.employees were divided between doers, improvisers and Individuals with common interest may come as a groupinnovators. Doers mostly followed the directions set, and have group discussions on various topics. Thiscompleted the task with highest adherence to process and helps in bringing together the employees and alsohence preferred objective feedback on their performance. keeps everyone informed about the happenings in theImprovisers were those who had gained experience on a organisation.project or process and were capable of improvising the same.Innovators were employees who could design newer process To best manage the processes in the company,and products or suggest incremental innovation. Jobs with organisations may try out the recommendations belowchallenging work content, clear objectives, assigning uniform  Give continuous/ spontaneous feedback on outputwork load across peers, and continuous training sessions delivered. It gives a clear idea to the employees onwere key to loveable employers. Activities designed to how to carry forward the work and also on criticalstretch the administrative and managerial talent in an areas which they have to stress upon to give outinformal set up also contributed to loveable workplace. optimal performance.Events where the employees themselves manage the activity  Employers must make an effort to understandhelp the employees grow on both personal and professional training needs for the employees. By providingfront. The key as one of the employee said in “making us do training to the employees it increases the efficiencysomething appear challenging and different in a week draws of the employee and also give the employee aout the monotony of the work”. feeling of professional growthEmployees these days seek more than monetary incentives.  Periodic performance appraisals for all levels in theSome of it may be recognition, status etc. whereas some organisations are necessary. It helps the individualother factors may be the facilities obtainable in their find their growth potential.organisations. Gym facilities, sport/game rooms, library are  Timely and appropriate actions to be taken onthe some of the facilities the individual seeks apart from the issues and definite weaknesses identifiedmonetary incentives they are provided with. They see their consistently and systematically at organisationalworkplace an as extension of their personality as it is the levelplace where they spend most time of the day. Good  Identifying Doers, Improvers and Innovators in theinfrastructure in the organisation with ample facilities like organization helps in assigning appropriate roles to.these ensures general well-being, employee health and alsoeducation in many ways. Infrastructure too has a major role in creating a loveableHow can you create a lovable place to work? workplace. Some of the infrastructural parameters are listed below Installing various intra-organisational online messengers where employees can keep in touch with their co-workers  ‘Good infrastructure’ is a subjective term. What and managers. may seem like a good infrastructure to one Multiple channels and opportunities must be used in organisation may not be the same for another. In order to provide constant information to the employees general, organisations must be designed in a way and also interact with them regarding various which supports organisation culture and work issues/opinions. practices. It has to be designed in a way which Firms where the employees do not have 1:1 computer helps employees in a distraction free work. facility, may initiate floor meetings where individuals can  Facilities like library, gym, sports room, and music discuss their daily/weekly plans of action or the progress room are some of the attributes which may be of their on-going project etc. After successful completion installed in workplaces which employs ‘knowledge of a project, lunch or dinner party may be held to workers’ (which involves analyzing, creating, celebrate etc. deciding etc.). These recreational activities not only divert employees from their routine but lessen the amount of work related stress an employee undergoes.
  4. 4.  Personalising the workspace will bring in a feeling Browne & Mohan insight are general in nature and does not represent of belongingness in the employees & also gives any specific individuals or entities. While all efforts are made to ensure the information and status of entities in the insights is accurate, there them the feeling of being in their ‘second home’. can be no guarantee for freshness of information. Browne & Mohan  Companies are trying to reach success by giving insights are for information and knowledge update purpose only. thoughtful consideration on their organisational Information contained in the report has been obtained from sources deemed reliable and no representation is made as to the accuracy workings be it communication, the processes, thereof. Neither Browne & Mohan nor its affiliates, officers, directors, infrastructure or the organisational culture on the employees, owners, representatives nor any of its data or content providers shall be liable for any errors or for any actions taken in whole. This not only helps in improving their reliance thereon. overall productivity and stability in the market but also helps in acquiring and retaining one of the most important assets, its manpower. © Browne & Mohan, 2011. All rights reservedFor those who seek the easier way- Simple! Create a placewhere YOU would love to work!BibliographyAdler, R.B. & Elmhorst, J. M. (2008).Communicating atWork: Principles and Practices for Businesses and theProfessions,(9th ed.). Boston: McGraw Hill.Edwards, M. R. (2010). “An Integrative Review of EmployerBranding and OB Theory,” The Journal of Personnel Review,39, 1, 5-23.,Kahan, S & George, B (2010) Getting things right: Howleaders transform organisations from the inside out.California, Jossey-BassPeters, T.J & Waterman R.H (2004) In search of excellence.Harper Business EssentialsLievens, F. & Highhouse, S. (2003). “The Relation ofInstrumental and Symbolic Attributes to a Company”sAttractiveness as an Employer,” Personnel Psychology, 56,1, 75-102.Lewis, P., Thornhill, A. & Saunders, M. (2003). EmployeeRelations: Understanding the Employment Relationship,Harlow, Middlesex: Financial Times Prentice HallPeters, T.J & Waterman R.H (2004) In search of excellence.Harper Business EssentialsWright, P. M.; Gardner, Timothy M. ; Moynihan, L. M. ; andAllen, M R. , "The Relationship Between HR Practices andFirm Performance: Examining Causal Order" (2004). CAHRSWorking Paper Series. Paper 13.http://digitalcommons.ilr.cornell.edu/cahrswp/13

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